Gitting  the  Cost  of 
Stenographic  Service 


Gittin^  the  Gjst 
of 

Stenographic  Service 


Published  by 

The  Stenographic  Efficiency  Bureau 
Remington  T5rpewriter  Company 

(Incorporated) 


Copyright,  1914,  by 

Remington  Typewriter  Company 

(Incorporated) 


What  this  little  book 
tells  about 


Chapter  Pai^e 


I. 

What  Stenographic  Inefficiency 
Costs  You 

- 

5 

II. 

How  Stenographic  Work  Should 

Be  Managed  - - . . 

- 

9 

III. 

Equalizing  Service  Rendered  and 
Work  Done  - - - . 

- 

11 

IV. 

How  to  Facilitate  Dictation 

- 

15 

V. 

How  to  Facilitate  Transcription 

- 

19 

VI. 

Improving  Equipment  and  Envi- 
ronment - - - - . 

- 

23 

VII. 

Hiring  and  Handling  Stenographers! 

- 

27 

VIII. 

How  to  Measure  Output 

- 

32 

IX. 

How  to  Select  a Machine 

- 

36 

X. 

How  the  Remington  Efficiency 
Bureau  Can  Serve  You 

39 

CHAPTER  1. 


WHAT  STENOGRAPHIC  INEFFICIENCY  COSTS 

YOU. 

A few  months  ago  the  advertising  manager  of  a nationally 
advertised  office  appliance  asked  us  for  a method  of  handling 
stenographic  work  so  that  each  operator  would  be  paid  in  pro- 
portion to  the  amount  of  work  performed. 

He  thought  that  he  could  probably  cut  down  expenses  of 
his  circular  work  in  this  way. 

We  suggested  a method,  which  he  adopted  with  success,  as 
a result  of  which  he  was  able  to  cut  down  the  expenses  of  an 
average  mailing  from  $ 1 , 1 00  to  about  $800. 

He  very  naturally  concluded  that  the  difference,  $300  per 
mailing,  represented  the  cost  of  stenographic  inefficiency  in  his 
particular  department. 

But  last  January  in  going  over  his  records  for  the  year,  he 
was  struck  with  the  fact  that  there  was  a phenomenal  increase 


5 


in  the  number  of  replies  received  from  his  circular  mailings; 
and  upon  analyzing  the  circumstance  he  came  to  the  conclusion 
that  the  increase  was  partly  due  to  the  fact  that  his  circulars 
had  been  more  timely,  because  gotten  out  more  expeditiously, 
and  partly  to  the  fact  that  he  was  able  to  get  out  his  circulars 
more  frequently,  hence  use  them  more  freely. 

“The  three  hundred  dollars”  he  said  recently,  “that  I saved 
in  actual  operating  expense,  was  the  smallest  part  of  the  price 
of  poor  stenographic  service  in  my  case.  I’ve  been  losing  in- 
quiries and  sales  worth  thousands  of  dollars  to  me  besides.” 

This  incident  shows  better  than  could  a long  array  of  statis- 
tics what  stenographic  inefficiency  costs  in  a business — for  it 
illustrates  very  clearly  the  two  ways  in  which  such  inefficiency 
is  to  be  paid  for  in  any  business,  viz: 

1.  The  direct  waste — in  the  department  itself. 

2.  The  indirect  waste — caused  in  other  departments. 

Under  the  head  of  direct  waste  comes  tfie  waste  of  stenog- 
rapher’s own  time,  waste  of  materials  and  supplies  and  undue 
depreciation  of  equipment. 

Even  in  the  office  employing  only  two  or  three  stenographers 
a waste  of  from  10%  to  25%  of  stenographer’s  own  time, 
a very  conservative  estimate,  means  a loss  of  two  to  four  hun- 
dred dollars  a year.  In  an  office  where  there  is  a force  of 
fifteen  to  thirty  girls  the  same  amount  of  lost  motion  in  pro- 
ductive operation  (that  is,  dictation,  transcription  and  other 
copying  work)  would  mean  a loss  of  from  one  to  three  thou- 
sand dollars. 

The  materials  and  supplies  that  would  be  purchased  by  an 
office  employing  three  stenographers,  and  one  employing  thirty 
may  be  tabulated  as  follows: 


Three  Stenos. 

Thirty  Stenos. 

Stationery 

..  $100.00 

$1,000.00 

Ribbons 

27.00 

270.00 

Carbon  Papers.  . . 

20.00 

150.00 

Rubber  Erasers.  . 

.50 

5.00 

Pencils 

5.00 

50.00 

Note  Books 

7.00 

70.00 

Miscellaneous.  . . . 

10.00 

50.00 

$169.50 

$1,595.00 

Tills  estimate,  of  $169.50  to  $1,595.00  is  computed  upon 
the  needs  of  an  average  business  office.  We  do  not  pretend 
that  it  is  accurate,  but  it  serves  to  show  that  a saving  of  5% 
to  10%  in  supplies,  materials,  will  amount  to  an  appreciable 
sum,  even  in  a small  office. 


TTie  equipment  of  three  stenographers  means  an  investment 
of  $100  per  machine,  and  $20  to  $30  each  in  desk  and  other 
accessories.  The  depreciation  of  the  machine  is,  of  course,  the 
important  item.  Taking  into  consideration  the  cost  of  replacing 
the  platen  and  other  repairs,  it  amounts  to  anywhere  from 
$6  to  $18  per  year.  Consequently  the  care  of  the  machines 
may  easily  make  a difference  in  operating  expense  of  $12  to 
$36  a year  in  an  office  of  three  stenographers,  and  ten  times 
as  much  in  an  office  where  thirty  are  employed. 

These  three  sources  of  waste— lost  motion,  waste  in  valu- 
able supplies  and  undue  depreciation  in  a stenographic  depart- 
ment, insignificant  in  themselves,  make  in  the  aggregate  consid- 
erable difference  in  the  expense  of  operating  the  department. 
Even  the  small  office,  by  scientific  management  of  stenographic 
service,  will  save  a great  deal  of  money.  If  the  purpose  of 
scientific  management  were  merely  to  effect  this  saving  in  the 
department  itself,  the  effort  would  be  well  repaid. 

EFFECT  ON  OTHER  DEPARTMENTS. 

But  great  as  is  the  direct  saving  to  be  effected  in  almost 
any  business  it  is  the  indirect  waste  due  to  stenographic  in- 
efficiency that  calls  most  imperatively  for  the  adoption  of  effi- 
ciency principles  in  the  handling  of  this  important  part  of  the 
office  work. 

The  fact  that  stenographic  inefficiency  affects  all  other  de- 
partments in  a business  is  what  makes  the  scientific  manage- 
ment of  stenographic  service  so  highly  profitable. 

A wholesale  grocer,  for  instance,  has  a force  of  four  sales- 
men who  are  held  up  from  15  minutes  to  an  hour  each  morn- 
ing waiting  for  a chance  to  have  their  dictation  handled  by  an 
unscientifically  managed  stenographic  department. 

Here  is  a curtailment  of  sales  efficiency  of  15%  to  20% 
per  man  for  something  like  eight  possible  sales  per  day.  Meas- 
ured by  the  year,  this  source  of  possible  sales  and  profits  reaches 
an  appalling  sum. 

A class  publication,  employing  two  types  of  high-salaried 
men,  solicitors  and  creative  thinkers  and  workers,  seriously  im- 
paired the  efficiency  of  both  classes,  by  permitting  conflicts, 
personal  bickerings,  and  confusion  over  stenographic  service. 

In  similar  ways  countless  other  concerns  are  losing  thou- 
sands of  dollars  monthly  in  high-priced  executive  time  and  in 
sales  and  business  promotion,  opportunities  passed  by,  in  addi- 
tion to  the  actual  net  loss  due  to  inefficiency  in  the  stenographic 
department  itself. 

It  is  impossible  to  compute  what  the  loss  from  this  source 


7 


is  in  any  case.  Each  man  must  figure  it  out  for  himself.  But 
whatever  your  system  may  be,  your  conclusion  will  lead  to  the 
inevitable  fact  that  you  need  stenographic  efficiency  in  your 
business  not  so  much  to  keep  down  the  cost  of  producing  the 
typewritten  copy  as  to  save  the  time  and  energy  of  all  of  those 
workers  whose  efficiency  directly  or  indirectly  depends  upon 
the  service  they  get  from  stenographers. 

Bear  these  things  in  mind  then  in  considering  the  sugges- 
tions outlined  in  the  following  chapters. 


CHAPTER  11. 


HOW  STENOGRAPHIC  WORK  SHOULD  BE 
MANAGED. 

There  is  no  difference  in  principle  between  the  scientific  man- 
agement of  a factory  workshop  and  the  scientific  management 
of  the  stenographic  work  of  an  office. 

Each  involves: 

1.  The  equalizing  of  tasks. 

2.  The  standardization  of  operations. 

3.  The  standardization  of  equipment. 

4.  The  improvement  of  working  conditions. 

5.  Scientific  hiring  and  handling. 

6.  Proper  supervision  of  work  done. 

To  equalize  stenographic  tasks  means  to  give  each  execu- 
tive service  according  to  his  needs,  to  give  each  stenographer 
work  according  to  her  capacity  and  to  equalize  periods  of 
rush  and  slack  work. 

The  efficiency  possibilities  in  standardizing  operations  ex- 
tend from  the  time  the  boss  says,  “Come  and  take  dictation” 
until  the  stenographer  closes  her  desk,  and  goes  home  at  night. 

Typewriter  equipment  may  be  standardized,  first  as  to  form; 
second,  as  to  quality. 

You  standardize  as  to  form  when  you  change  or  modify  the 
shape  or  location  of  equipment,  so  that  it  becomes  more  con- 
venient and  effective  in  use. 

STANDARDS  ESTABLISHED  BY  TEST. 

You  can  standardize  the  quality  of  stenographic  equipment 
by  careful  comparative  tests  to  determine  which  make  and 
style  of  typewriter  is  best  adapted  to  your  needs,  will  stand  up 
best  under  the  service  you  have  to  give  it — by  adopting  the 
style  of  chair  and  desk  that  will  be  most  comfortable  and  the 
most  convenient  for  the  operator — by  adopting  a standard  in 
buying  carbon  paper,  typewriter  ribbons,  pencils,  tools  and 
other  supplies,  so  that  their  fitness  for  the  various  uses  will  be 
determined  in  advance — and  by  working  out  a similar  list  of 
efficiency  requirements  for  all  other  items  purchased. 

It  is  almost  needless  to  say  that  stenographic  working  con- 
ditions are  widely  different  in  almost  every  office,  and  that  it 
is,  therefore,  practically  impossible  to  cover  here  all  specific 
questions  in  stenographic  management.  But  certain  conditions 
are  common  and  inevitable  in  all  offices  and  general  principles 
covering  these  conditions  may  be  derived  and  applied  with  suc- 
cess in  very  widely  diversified  fields. 


9 


CO-OPERATION  BETWEEN  DICTATOR  AND  STENOGRAPHER. 


As  in  every  business  relation,  co-operation  between  dictator 
and  stenographer  means  better,  bigger  results  for  the  employer 
and  easier  work  for  the  stenographer. 

You  can  imbue  your  stenographer  with  a great  deal  of  your 
own  enthusiasm  and  interest  in  your  work  by  taking  her  into 
your  confidence  and  putting  responsibility  upon  her.  This  re- 
moves her  from  the  plane  of  an  automaton — and  fills  her  with 
ambition  and  earnestness  so  that  she  gives  your  work  conscien- 
tious attention  and  your  efforts  enthusiastic  support. 

In  the  selection  of  stenographers  the  specific  needs  of  an  or- 
ganization may  be  analyzed  and  individual  requirements  ap- 
proximated in  the  same  plain  and  practical  manner  that  a pur- 
chasing agent  chooses  materials  and  supplies. 

For  exacting  work  a stenographer  of  greater  skill,  paid  at 
a much  higher  rate,  will  in  the  end  be  found  to  be  far  less 
expensive  than  a stenographer  less  proficient  in  writing  short- 
hand. For  a slow  dictator  a less  rapid  writer  may  be  chosen, 
provided  she  is  able  to  transcribe  her  notes  with  equal  speed. 

Or,  if  it  is  your  purpose  to  turn  over  routine  detail  to  a 
stenographer,  the  most  profitable  procedure  would  be  to  en- 
gage a less  proficient  operator  and  train  her,  not  as  a stenog- 
rapher primarily,  but  as  an  integral  part  of  your  organization 
capable  of  performing  stenographic  duties  for  you. 


GIVING  THE  STENOGRAPHER  A CHANCE  TO  ADVANCE. 

In  many  cases  the  hope  for  advancement  to  higher  salaried 
positions,  or  to  minor  executive  positions,  is  sufficient  to  maintain 
enthusiasm  and  interest  even  under  heavy  stress  of  work  and 
exacting  conditions.  A number  of  prominent  organizations, 
however,  have  found  it  profitable  to  pay  a bonus  to  stenog- 
raphers who  complete  the  day’s  dictation  before  a certain 
hour;  and  still  others  pay  periodical  awards  to  the  stenog- 
raphers making  the  fewest  errors  and  accomplishing  the  largest 
volume  of  work  during  a given  period. 

Just  as  the  capable  general  manager  distributes  and  dele- 
gates authority  among  his  lieutenants,  so  should  some  respon- 
sible head  study  the  natural  tendencies  of  the  members  of  a 
stenographic  staff  and  assign  the  work  to  each  operator. 

The  following  chapters  outline  the  way  these  principles  have 
been  applied  with  success  under  the  direction  of  the  Remington 
Efficiency  Bureau,  and  show  how  they  can  be  applied  to  your 
own  stenographic  problem  with  equally  satisfactory  results. 


10 


CHAPTER  III. 

EQUALIZING  SERVICE  RENDERED  AND  WORK 
DONE. 

Not  long  ago  the  general  manager  of  a large  office  supply 
house  noticed  that  the  stenographer  who  usually  took  his  dic- 
tation seemed  to  be  making  a great  many  more  mistakes  than 
usual  in  transcribing.  Upon  looking  into  the  matter  he  found 
that  she  was  taking  the  dictation  of  three  busy  men  while  four 
other  stenographers  were  practically  idle  a quarter  or  more  of 
the  day. 

These  four  stenographers  were  assigned  to  as  many  execu- 
tives, each  of  whom  had  a heavy  volume  of  dictation,  and  each 
of  whom  imagined  that  he  required  the  exclusive  time  of  a girl 
to  do  his  stenographic  work  and  look  after  his  filing  and  desk 
routine. 

Upon  analysis,  it  was  found  that  the  time  of  the  stenog- 
raphers assigned  to  the  four  heavy  dictators  was  on  an  average 
consumed  as  follows: 

15%  in  taking  dictation  to  be  transcribed. 

44%  in  transcribing  dictation. 


11 


6%  in  correcting  transcription. 

10%  in  taking  dictation  of  instructions  as  to  care  of  dic- 
tators office  work. 

14%  in  actually  carrying  out  these  dictated  instructions. 

1 1 % in  ostensibly  carrying  out  these  dictated  instructions, 
but  in  reality  (perhaps  unconsciously)  in  visiting 
and  gossiping,  etc. 

HOW  THE  GENERAL  MANAGER  SOLVED  THE  PROBLEM. 

The  manager  thereupon  made  these  changes  in  routine: 

First,  he  placed  the  five  stenographers  in  a section  of  the 
office  by  themselves,  and  appointed  the  previously  overworked 
stenographer,  who  was  a very  bright  girl,  as  stenographic  sec- 
retary. The  desks  were  arranged  with  the  secretary  facing 
the  others. 

Then  he  cleared  out  a mass  of  matter  rightfully  belonging 
in  the  general  files,  from  the  desks  of  the  four  dictators,  and 
from  his  own  as  well,  and  had  the  general  files  arranged  as  a 
sort  of  wall  or  partition  between  the  stenographic  force  and 
the  rest  of  the  office. 

And  finally,  he  issued  instructions  that  the  stenographic  sec- 
retary should : 

1st. — Receive  all  requests  for  stenographic  service  over  the 
office  phone,  making  and  keeping  track  of  all  assignments. 

2nd. — Receive  and  deliver,  through  the  office  boy,  all  the 
transcribed  matter  from  stenographers. 

3rd. — Take  dictation  of  all  instructions  for  filing  and  for 
getting  data  from  files,  for  appointments  and  other  office 
“chores.” 

4th. — Carry  out  all  these  instructions,  and  otherwise  take 
care  of  the  desk  needs  of  the  six  men  in  the  office. 

In  making  and  keeping  track  of  the  assignments,  the  secre- 
tary, under  the  manager’s  instructions,  adopted  the  plan  of 
sending  a fresh  stenographer  at  the  end  of  one  hour’s  dicta- 
tion to  relieve  a girl  who  had  been  taking  notes  that  long. 

This  plan  had  four  distinct  advantages.  First,  it  relieved 
the  stenographer  of  continued  dictation  taking;  second,  it  kept 
notes  from  growing  cold  before  being  written;  third,  it  pro- 
vided an  absolutely  equable  distribution  of  work ; fourth,  it  pre- 
vented or  minimized  the  accumulation  of  notes  to  be  tran- 
scribed in  a rush  at  the  end  of  the  day. 

The  plan,  as  a whole,  absolutely  cut  out  lost  motion,  in- 
creased the  capacity  and  efficiency  of  the  stenographic  force, 
and  reduced  mistakes  to  a negligible  quantity. 


12 


This  plan,  or  substantially  the  same  plan  modified  to  suit 
special  conditions,  is  the  one  most  frequently  adopted  to  dis- 
tribute the  burden  of  stenographic  work  equally  among  stenog- 
raphers. In  the  average  office  it  will  provide  each  man  with 
the  kind  and  quality  of  stenographic  force  he  needs,  and  it 
will  almost  do  away  with  the  “15-minutes  of  five”  rush.  In 
some  cases,  however,  this  plan  will  not  give  each  dictator  the 
kind  of  service  he  wants,  or  has  to  have.  So  other  ways  of 
securing  distribution  of  the  stenographic  burden  are  adopted. 

For  instance,  a public  service  corporation  solved  this  prob- 
lem by  the  following  simple  plan: 

RESERVING  ONE  STENOGRAPHER  FOR  FILLING  IN. 

The  first  thing  in  the  morning,  specific  stenographers  reported 
to  specific  men  at  a given  hour.  Then  the  most  important 
things  of  the  day  were  disposed  of.  While  the  dictation  was 
being  transcribed,  a stenographer  who  was  called  a “filler  in,“ 
was  used  for  anyone  who  wanted  to  give  instant  dictation.  She 
was  familiar  with  the  peculiarities  of  each  man,  trained  to  re- 
tain her  elBSciency,  even  though  constantly  interrupted. 

This  simple  expedient  eliminated  all  congestion  of  the  morn- 
ing’s mail,  simplified  tremendously  the  work  of  the  whole  force 
and  enabled  the  executive  to  get  stenographic  service  without 
exasperating  delays. 

A very  serious  mistake,  easily  made  and  generally  practiced 
in  the  best  offices,  is  disregarding  a scheduled  assignment  and 
having  a high-priced  stenographer  do  the  work  of  a low-sal- 
aried operator. 

ANOTHER  METHOD  OF  DISTRIBUTING  WORK. 

A large  publishing  house,  employing  six  stenographers, 
solved  this  problem  by  assigning  the  work  as  follows: 

One  high-priced  stenographer  for  owner  and  manager;  one 
for  general  correspondence;  and  four  stenographers  for  sales- 
men, slower  in  taking  dictation  and  in  transcribing,  and  whose 
work  also  comprises  filing,  checking,  etc. 

These  three  examples  are  related  at  random  to  show  how 
concerns  in  various  lines  of  business  apply  the  principle  of 
task-distribution  to  meeting  divergent  stenographic  needs. 

The  principle,  of  course,  is  the  same  in  all  cases.  But  its 
application  depends  upon  the  special  circumstances  involved. 
We  cannot  hope,  therefore,  in  this  general  booklet,  to  show 
you  exactly  how  you  can  apply  the  principle  to  your  particular 


13 


business.  But  we  do  believe  that  with  these  examples  as  a 
guide,  you  can  devise  a way  to  apply  the  principles  yourself. 

This,  of  course,  is  the  important  thing  to  you. 

If  you  desire  further  facts,  bearing  more  particularly  on 
your  business,  the  Remington  Ef&ciency  Bureau  will  be  glad  to 
serve  you. 

In  the  next  chapter  we  discuss  the  greatest  accuracy  in  pro- 
ducing “copy”  for  transcription. 


14 


CHAPTER  IV. 


HOW  TO  FACILITATE  DICTATION. 

There  is  one  best  way  in  dictation. 

That  way  is  to  establish  the  best  possible  working  relation 
between  the  dictator  on  one  side  and  the  stenographer  on  the 
other. 

It  is  a joint  productive  process  in  which  each  has  an  equal 
responsibility  for  the  results  secured. 

In  the  average  business  there  are  two  classes  of  dictators. — 

First — Busy  executives  and  salesmen  who  are  in  the  office 
only  a short  time  each  day — who  must  be  able  to  get  a stenog- 
rapher to  take  dictation  whenever  they  are  ready. 

Second — Lesser  officials  and  clerks — ^who  may  let  their 
notes  and  letters  accumulate  and  then  dictate  them  all  at  once 
at  an  appointed  time  during  the  day. 

The  initial  step  to  take  to  bring  about  the  best  working 
relations  between  dictators  and  stenographers  is  to  separate 
these  two  classes  of  dictators  and  handle  stenographic  assign- 
ments accordingly. 


COLLECTING  SCATTERED  ITEMS. 

The  usual  way  is  to  have  the  minor  official  or  clerk — or 
occasional  user  of  stenographic  service — read  his  letters  or 
carefully  consider  the  various  items  that  come  to  his  attention, 
and  decide  in  his  own  mind  the  disposition  of  each  matter.  He 
then  places  these  items,  one  by  one,  in  a folder  as  he  goes 
through  his  mail.  Then  when  a stenographer  is  available,  he 
simply  refers  to  his  folder  and  disposes  of  all  the  items  col- 
lected at  one  sitting. 

This  doesn’t  mean,  necessarily,  that  there  shall  be  stated 
hours  for  dictation,  but  that  a stenographer  shall  not  be  taken 
from  her  typing  to  take  scattered  letters  or  isolated  memoranda. 

Of  course,  just  who  is  to  have  the  privilege  of  dictating 
at  will  and  who  shall  be  restricted  is  a problem  varying  with 
the  circumstances  in  each  office. 

After  this  problem  is  settled  comes  the  question  of  co- 
operation between  dictator  and  stenographer  in  producing 
shorthand  “copy”  for  transcription. 


15 


THE  DICTATOR’S  SHARE  IN  THE  WORK. 


The  dictator  is  the  first  link  in  the  chain  of  “copy**  pro- 
duction. 

His  responsibility  begins  with  being  prepared  to  dictate  when 
the  stenographer  is  called — and  with  giving  clear  and  explicit 
directions  to  the  stenographer  for  the  proper  handling  of  each 
piece  of  copy. 

If  the  dictator  will  go  through  his  letters  or  memoranda  in 
advance — making  all  notations  and  collecting  all  necessary 
data — and  then  choose  a time  for  dictation  when  there  will 
be  a minimum  of  interruption,  the  first  great  step  towards  im- 
proved notes  and  accurate  transcription  will  have  been  made. 

For  the  stenographer  will  be  able  to  make  better  notes  and 
the  dictator  himself  will  save  time. 

One  busy  executive  applies  this  principle  by  giving  all  cor- 
respondence to  his  stenographer  after  dictating  a letter  and  re- 
questing her  to  read  over  the  letter  which  has  just  been  an- 
swered, while  he,  the  dictator,  is  picking  up  another  letter. 
This  can  be  done  in  most  cases  and  it  gives  the  stenographer 
a much  better  idea  of  the  matter  treated  in  the  dictated  letter, 
and  where  dictating  has  been  fast  and  notes  not  well  made, 
this  sometimes  clears  up  doubt  in  the  mind  of  the  stenographer. 

Besides  being  ready  to  dictate  and  giving  clear  and  explicit 
instructions,  the  dictator  should  dictate  plainly.  A clear  and 
distinct  tone  should  be  used.  If  it  is  the  habit  of  the  dictator 
to  pace  up  and  down  the  room  while  speaking,  care  should  be 
taken  to  raise  the  voice  when  going  from  the  stenographer. 


CLEAR  ENUNCIATION. 

The  dictator  should  avoid  speaking  while  his  back  is  turned 
to  the  stenographer;  he  should  not  hold  a cigar,  cigarette  or 
pipe  in  his  mouth  while  dictating  unless  he  can  articulate  very 
distinctly  while  smoking. 

To  further  insure  accurate  transcription  it  is  also  a very 
good  idea  to  spell  every  proper  name,  every  foreign  phrase 
and  every  word  that  is  not  in  the  average  person’s  vocabulary. 
In  spelling,  it  should  be  borne  in  mind  that  it  is  harder  for  a 
stenographer  to  write  a whole  word  in  shorthand,  and  your 
spelling  should,  therefore,  be  much  slower  than  your  regular 
dictation. 

The  dictator  should  remember  also  that  shorthand  can  be 
written  best  at  a moderate  speed — that  as  the  speed  increases, 
the  mechanical  recording  of  stenographic  characters  requires 


16 


more  and  more  attention,  thought  given  to  the  subject  matter 
diminishes,  the  subject  matter  is  less  understood  and  mistakes  in 
transcription  result. 

Still  another  way  in  which  the  dictator  himself  can  facili- 
tate the  joint  process  of  dictation,  is  by  getting  through  his  dic- 
tation before  taking  up  other  matters. 

DONT  PUT  OFF  DICTATION  TILL  THE  LAST  MINUTE. 

A bad  practice  in  some  offices  is  to  leave  the  stenographer 
with  very  little  to  do  during  the  day,  putting  off  dictation  un- 
til very  late  in  the  afternoon — then  requesting  correspondence 
early  for  signature  or  asking  the  stenographer  to  sign  it  herself. 

This  has  two  bad  effects: 

First — it  wastes  the  time  when  she  could  give  her  work 
careful  attention,  and  crowds  her  whole  day’s  work  into  a few 
hours  of  the  day  when  her  energy  and  vitality  are  really  the 
lowest,  when  her  mind  is  turning  towards  other  interests  (home 
and  recreation). 

Second — If  the  work  is  heavy,  (in  order  to  gain  speed)  the 
stenographer  will  not  give  it  proper  time  and  attention  and  mis^ 
takes  will  be  more  apt  to  occur. 

Her  efficiency  is  lowered  by  the  mere  fact  that  she  is  rushed. 

THE  STENOGRAPHER’S  RESPONSIBILITY. 

If  the  dictator  is  responsible,  first  of  all  for  stenographic 
efficiency,  it  is  equally  true  that  the  stenographer  herself  is 
responsible  in  the  end.  She  must  contribute  her  share  in  this 
joint  process  of  producing  shorthand  copy  at  fair  speed  and 
with  reasonable  accuracy. 

She  contributes  her  share  by  paying  close  attention  to  what 
the  dictator  is  saying,  striving  to  know  absolutely  what  is 
spoken  and  the  spirit  of  what  is  said;  and  by  so  conserving 
her  energy  in  the  handling  of  her  work  that  she  can  give  to 
the  frequently  harassed  and  hurried  dictator  the  benefit  of  a 
fresh,  serene  mind. 

For  nothing  can  be  less  conducive  to  good  stenographic  team 
work  than  inattention  on  the  part  of  the  stenographer;  and 
nothing  can  be  more  certain  to  result  in  disaster,  than  for  two 
strained  and  nervous  temperaments^ — dictator  and  stenographer 
— to  attempt  to  work  together. 

The  two  great  rules  for  the  stenographer  to  follow  then  are: 

First — Keep  cool  and  pay  close  attention. 

Second — Don’t  wear  yourself  out  by  worry  or  waste  mo- 
tion. 


17 


HOW  TO  PREVENT  FATIGUE 


The  late  Isaac  Dement — an  authority  on  stenographic  sub- 
jects, who  attained  higher  stenographic  speed  on  selected  mat- 
ter than  any  other  writer — said  that  the  responsibility  for  errors 
in  the  recording  of  dictation  could  be  traced,  in  a large  degree, 
to  the  weakness  of  the  average  stenographer’s  writing  muscles. 

With  the  average  stenographer  the  muscles  of  the  hand 
get  very  tired  after  taking  dictation  for  a period  of  an  hour. 
This  is  because  the  stenographer  holds  the  pencil,  when  writ- 
ing shorthand,  in  the  same  manner  as  it  is  held  when  writing 
longhand. 

The  easiest  and  least  tiring  way  to  hold  the  pen  or  pencil 
when  writing  shorthand  is  upright  between  the  first  and  second 
fingers  and  the  thumb,  resting  the  little  finger  on  the  table  and 
the  point  of  the  elbow  also  on  some  support. 

Hold  the  wrist  rigid  and  write  with  the  fingers  only. 

This  form  of  writing  takes  some  time  to  develop.  It  is 
best  obtained  by  practising  with  a heavy  weight  held  on  the 
point  of  the  elbow  and  a roll  of  some  material,  like  a news- 
paper, underneath  the  wrist.  At  the  end  of  a few  weeks’  prac- 
tice the  stenographer  will  note  a vast  improvement  both  in  the 
speed  with  which  she  can  write  and  the  ease  with  which  she 
can  take  dictation  in  long  stretches. 

Another  way  to  minimize  the  expenditure  of  nervous  and 
muscular  energy  in  taking  dictation  is  for  the  stenographer  to 
sit  squarely  at  the  dictator’s  desk — at  the  side  of  the  desk — 
with  both  feet  squarely  on  the  floor,  both  arms  resting  on  the 
table  and  the  body  held  erect. 

We  will  beg  the  executive  who  reads  this  to  call  his  sten- 
ographer’s attention  to  this  chapter  and  also  the  next  which  tells 
about  the  one  best  way  to  transcribe. 


IS 


CHAPTER  V. 

HOW  TO  FACILITATE  TRANSCRIPTION. 

In  transcription  as  in  dictation  there  is  one  best  way. 

There  is  one  best  way  to  handle  notes  and  use  a typewriter 
in  turning  out  the  written  copy. 

Unlike  dictation,  however,  transcription  involves  only  one 
human  or  variable  factor — the  stenographer  herself. 

Moreover,  the  equipment  for  transcription  involves  the  same 
elements  in  all  businesses. 

For  this  reason,  therefore,  we  can  treat  more  definitely  of 
the  specific  methods  that  have  been  found  most  effective  and 
satisfactory  in  transcription  than  we  can  of  the  one  best  way 
to  take  dictation. 

Let  us  begin  by  considering  the  requirements  of  a good 
transcriber. 


19 


WHAT  TO  EXPECT  OF  THE  OPERATOR. 

First  of  all  the  really  efficient  operator  must  be  a touch 
operator. 

Second,  she  must  be  an  even,  steady  operator. 

Third,  she  must  understand  how  to  set  up  a letter. 

All  sight  typists  should  learn  to  operate  by  the  touch  sys- 
tem. It  will  increase  the  operating  speed  at  least  35%.  This 
is  because  the  sight  typist  loses  so  much  time  in  looking  from 
her  notes  to  the  keyboard  of  the  machine,  losing  the  place  in 
her  notes,  and  looking  for  it  each  time  she  shifts  her  eyes. 

A steady,  even  operating  touch,  which  is  as  important  as 
touch  operating  itself,  can  be  gained  in  but  one  way  and  that 
is  by  practicing  for  rythm  and  cadence.  Such  practice  is  the 
only  one  sure  road  to  accuracy  and  speed. 

This  is  illustrated  by  comparison  with  an  artist  at  the  piano. 
High-class  pianists  can  never  hope  to  acquire  the  technique  of 
real  art  merely  by  playing  classical  music.  Before  classical 
music  can  be  attempted  there  must  be  long  hours  spent  in  the 
practice  of  exercises  in  dry  technique.  This  is  necessary  to 
give  absolute  control  of  the  muscles  of  the  fingers  and  to  se- 
cure their  voluntary  co-ordination.  Without  this  control  and 
co-ordination  a pianist  could  not  keep  time  and  rythm  and 
play  with  the  proper  emphasis. 

Exactly  the  same  thing  is  true  of  typewriting  and  of  the 
typewriter  operator. 

CADENCE  AND  RHYTHM  IN  TYPEWRITING. 

Cadence  in  piano-playing,  of  course,  means  the  diminution 
and  increase  of  force  in  striking  the  keys  to  secure  the  proper 
tone  emphasis.  In  typewriting  the  cadence  means  striking  each 
key  of  the  keyboard  in  any  combination  with  the  same  force 
as  any  other  key  is  struck. 

Rythm  to  the  pianist  means  adherence  to  the  time  in  which 
the  music  is  written.  In  typewriting  it  means  making  the  same 
number  of  finger  strokes  in  each  second  and  consuming  the  same 
particle  of  a second  for  every  stroke  made  in  the  second. 

Touch  typewriting  will  increase  the  efficiency  of  any  sight 
operator  to  a very  great  degree,  but  the  acquisition  of  cadence 
and  rythm  by  a touch  operator  will  increase  her  efficiency  to 
even  a greater  degree. 

It  will  not  only  make  for  an  even  touch  and  for  a greater 
speed,  but,  what  is  vastly  more  important,  it  makes  typing  an 
automatic,  unconscious  process  requiring  no  more  mental  effort 
than  the  movement  of  our  tongue,  palate  and  teeth  when  we 
talk. 


20 


The  mind  of  the  stenographer  is  left  free  to  study  her  work. 
She  thinks  only  of  what  she  is  going  to  write — not  how  she  is 
going  to  write — and  the  intelligence  and  energy  she  can  bring 
to  bear  on  her  work  is  immeasurably  multiplied. 

HOW  TO  HOLD  THE  HAND  AND  BODY. 

In  typewriting,  one  stenographer,  who  has  been  taught  at 
this  sort  of  work  for  a long  while,  says  that  there  is  a great 
deal  in  the  position  of  the  hands.  The  hand  and  the  wrist 
should  be  held  as  a good  pianist  holds  her  hands.  That  is,  the 
wrist  should  be  flexible  and  held  above  the  keys  and  the  fingers 
curved  over,  almost  in  a quarter  of  a circle.  This  alone  will 
prevent  about  75%  of  the  typographic  errors  made  by  the 
average  stenographer  who  does  not  hold  his  or  her  hands  in 
the  proper  position. 

As  a rule,  the  operator  sits  too  low  in  the  chair.  If  the 
chair  is  raised  up  so  that  the  forearm  of  the  operator  is  hor- 
izontal and  the  elbows  close  to  the  body  with  the  fingers  rest- 
ing on  the  second  bank  of  keys,  she  will  be  surprised  at  the 
greater  convenience  with  which  she  can  operate  the  machine. 
When  one  is  sitting  so  low  that  the  point  of  the  elbow  drops 
below  the  bottom  row  of  keys,  it  is  necessary  to  reach  up,  and 
towards  the  end  of  the  day  the  speed  of  the  operator  is  de- 
creased and  the  muscles  have  been  tired  needlessly. 

If  the  stenographer  will  look  closely  at  the  keys  on  the 
typewriter  she  will  notice  that  they  all  slant  from  left  to  right. 
That  is,  the  letter  “m”  is  slightly  to  the  right  of  the  letter  “j,” 
and  “j”  is  in  a similar  position  to  the  letter  “u”  and  so  on. 
If  the  typist  will  sit  so  that  she  is  a little  to  the  right,  and  not 
directly  in  front  of  the  typewriter,  her  fingers,  instead  of  having 
to  shift  from  one  side  to  the  other,  will  only  have  to  move  up 
and  down.  This  facilitates  operation  and  increases  speed. 

AVOID  ERASURES. 

Another  great  loss  of  time  in  typewriting  is  due  to  the  eras- 
ing of  mistakes.  The  greater  part  of  the  mistakes  made  ordi- 
narily could  be  avoided  if  the  stenographer  would  train  herself 
in  concentration  while  typing. 

Errors  such  as  transposition  of  letters,  thus  causing  erasures, 
are  generally  due  to  fatigue.  Not  only  should  the  operator 
concentrate  on  her  work,  but  she  should  come  to  work  in  the 
morning  refreshed  by  a good  night’s  rest. 

Sometimes  when  there  are  three  or  four  erasures  in  a letter, 
and  there  are  carbons  to  be  erased  also,  as  much  time  is  lost 
in  erasing  as  it  takes  to  write  the  whole  letter. 


21 


One  firm  saves  time  in  the  stenographic  department  by  having 
their  ofifice  boy  prepare  a box  of  letterheads,  carbons  and  sec- 
ond sheets  for  each  stenographer  every  morning.  This  enables 
the  stenographer,  when  starting  a letter,  to  pick  up  all  three 
sheets,  ready  for  insertion  in  the  machine.  This  saves  the  time 
ordinarily  taken  up  to  put  the  three  sheets  together. 

After  the  letter  is  written,  the  stenographer  merely  drops 
the  carbon  into  the  drawer  of  her  desk  reserved  for  that  pur- 
pose. 


THE  CARE  OF  THE  TYPEWRITER. 

A typing  machine  should  not  be  heavily  oiled.  The  dust 
will  collect  and  stick  to  the  bearings  that  are  heavily  oiled,  and 
the  operation  of  the  machine  will  become  sluggish. 

It  should  be  cleaned  each  morning. 

The  typing  machine  should  be  on  a firm  stand.  If  it  is  on 
the  shelf  of  a collapsible  desk,  the  shelf  should  be  very  firm, 
because  if  the  machine  shakes,  it  tires  the  operator,  injures 
the  eyes,  and  causes  inaccurate  writing. 

The  type  of  a machine  should  be  carefully  cleaned  with 
a small  stiff  bristle  brush,  made  especially  for  this  purpose. 

The  Remington  Efficiency  Bureau  will  be  glad  to  explain 
at  length  and  in  detail  any  suggestions  made  in  this  chapter 
which  may  be  of  particular  value  to  you. 


22 


CHAPTER  VI. 


IMPROVING  EQUIPMENT  AND  ENVIRONMENT 

We  have  said  that  typewriter  equipment  may  be  standard- 
ized: first,  as  to  form;  second,  as  to  quality. 

Standardization  as  to  form  usually  precedes  standardiza- 
tion as  to  quality — for  it  determines  to  a large  extent  your 
requirements  as  to  quality. 

How  to  proceed  to  standardize  as  to  form  and  quality — 
and  the  relations  between  the  two — is  well  illustrated  by  the 
experience  of  a newly  appointed  advertising  manager,  who  with 
the  assistance  of  the  Remington  Efficiency  Bureau,  recently 
effected  the  physical  reorganization  of  his  advertising  depart- 
ment. 


LAYING  OUT  A DEPARTMENT. 

This  advertising  manager  began  his  work  by  arranging  the 
desks  in  his  department  in  consecutive  order,  corresponding 
to  the  various  stages  of  the  work  to  be  done — just  as  a pro- 
duction expert  lays  out  the  successive  processes  in  a factory. 

He  had  the  following  elements  to  deal  with: 

1 st.  Stenographers. 

2nd,  Card  followers  (senders  of  follow-up  forms). 

3rd,  Card  file  keepers. 

4th,  Fillers  in  for  circular  form  letters. 

5 th,  Stencil  cutters. 

6th,  Stencil  file  keepers. 

7th,  Addressing  machine  operator. 

8th,  Multigraph  operator. 

Having  arranged  these  classes  of  workers  so  that  the  work 
passed  from  desk  to  desk  with  the  minimum  effort  and  almost 
no  lost  motion,  the  advertising  manager  then  turned  his  atten- 
tion to  the  problem  of  keeping  the  work  to  be  done  and  the 
supplies  and  tools  required  for  doing  the  work  so  closely  and 
conveniently  located  that  each  operator  would  be  relieved  of 
the  necessity  of  getting  up  at  all. 

While  he  was  experimenting  as  to  shape  and  location  of 
this  equipment  he  used  temporary  expedients.  For  instance, 
he  used  accordion  files,  mounted  and  held  open  by  wooden 
frames,  until  he  had  decided  just  the  size  and  shape  of  form- 
letter  rack  he  needed  for  the  desks  of  his  card  followers  and 
circular  letter  fillers  in.  With  this  experience  to  guide  him 
he  was  able  to  choose  a certain  ready-made  style  of  rack  which 
answered  his  purpose  most  economically  and  satisfactorily. 


23 


In  a similar  way  he  determined  first  the  location,  then  the 
form  and  finally  the  make  and  quality  of  equipment  best  adapt- 
ed to  each  kind  of  work. 

And,  in  a similar  way,  you — no  matter  what  your  busi- 
ness— may  determine  by  analysis,  rearrangement  and  experi- 
ment, just  the  form  and  quality  of  equipment  needed  in  your 
stenographic  department. 


WHERE  TO  BEGIN  TO  STANDARDIZE. 

Bear  in  mind,  though,  that  this  analysis  does  not  necessarily 
begin  with  the  arrangement  and  form  of  equipment  needed. 
It  may  go  back  further  than  this — and  provide  for  new  sta- 
tionery forms  or  changes  in  routine  working  methods  which 
will  make  possible  a better  use  of  existing  equipment. 

For  instance,  many  firms  have  found  that  by  arranging 
order  and  bill  forms  to  correspond  with  tabular  stops  or  col- 
umn selector  on  a typewriter,  the  output  will  be  greatly  facili- 
tated, which  means  money  in  the  monthly  getting  out  of  cus- 
tomer’s account  statements. 

Again,  you  might  adapt  your  system  of  order  writing  so 
that  orders  can  be  filled  in  on  the  typewriter  in  multiple  instead 
of  singly  in  longhand.  In  many  cases  this  simple  plan  will 
cut  out  all  the  way  from  twelve  to  twenty-five  operations,  and 
through  greater  legibility  prevent  mistakes. 


HOW  ENVIRONMENT  INFLUENCES  THE  WORK  DONE. 

Just  as  in  a factory — where  the  application  of  efficiency 
principles  is  best  exemplified — the  improvement  of  the  work- 
ing environment  of  a stenographer  depends,  to  a great  ex- 
tent, upon  good  light,  fresh  air  and  freedom  from  distraction; 
but,  in  stenographic  working  conditions  there  is  an  environ- 
ment of  far  greater  importance — personal  surroundings.  Here, 
as  in  almost  every  other  phase  of  stenographic  work,  the  dicta- 
tor can  do  as  much  as  the  stenographer  to  put  stenographic 
service  upon  a more  efficient  plane. 

A dictator  should,  above  all  things,  endeavor  to  establish 
some  bond  of  sympathy  between  himself  and  his  stenographer. 
She  should  be  encouraged  to  learn  about  his  business  and  to  be 
given  some  insight  into  the  policies  of  her  principal.  Place 
responsibility  and  confidence  in  your  stenographer  and  you  will 
imbue  her  with  much  of  your  own  enthusiasm  and  interest — 
you  will  receive  unlooked  for,  earnest  co-operation  and  heart- 
felt support  in  your  work. 


24 


The  delegation  of  responsibility  and  authority  to  a sten- 
ographer insures  greater  accuracy  in  transcription  and  lessens 
the  liability  of  errors,  made  by  her  principal  thoughtlessly, 
slipping  through.  Besides,  this  also  develops  stenographers  for 
higher  positions.  This  one  fact  alone  is  significant,  because 
the  cost  of  training  help  for  positions  of  responsibility  is  very 
great  and  the  capable,  well-trained  stenographer  is  often  well 
equipped  for  better  positions. 

And,  furthermore,  the  average  stenographer  seems  to  feel 
that  she  is  regarded  with  less  respect  than  her  real  ability  en- 
titles her  to,  and  this  bond  of  sympathy,  if  established,  takes 
away  this  feeling  and  substitutes  a feeling  of  loyalty  and  re- 
sponsibility. 

A congenial  co-operative  spirit  between  dictator  and  sten- 
ographer will  do  more  than  anything  else  to  maintain  the  in- 
terest of  a stenographer  in  routine  and  often  tedious  work. 


HOW  A MISUNDERSTANDING  WAS  ADJUSTED. 

A new  stenographer  was  added  to  the  staff  of  a prominent 
publishing  house  only  a few  months  ago.  She  seemed  excep- 
tionally capable.  Her  work  was  of  a different  nature — the 
dictation  covered  a wide  variety  of  subjects — it  was  given  in 
long  takes  and  quick  transcription  was  necessary.  The  young 
lady  gave  unusual  satisfaction  for  one  so  inexperienced  in  the 
work  she  handled. 

Very  suddenly,  however,  her  interest  lagged,  she  became 
careless,  errors  were  so  frequent  that  she  became  undepend- 
able. Disappointedly,  the  manager  of  the  department  attri- 
buted this  to  the  stenographer’s  attitude  alone,  and  decided 
that  it  was  but  a question  of  time  before  a change  would  be 
necessary. 

He  was  most  decidedly  mistaken.  A frank,  kindly  dis- 
cussion disclosed  the  real  reason — uncongenial  environment. 
This  young  lady  received  dictation  from  a nervous  dictator, 
whose  work  in  the  main  was  creative  thinking.  In  moments 
of  over-concentration  he  had  assumed  an  imperious  and  un- 
reasonable attitude.  The  manner  had  been  resented  and  a 
breach  between  the  dictator  and  the  stenographer  resulted. 
The  breach  was  healed  by  a friendly  talk,  the  girl  took  a 
new  interest  in  her  work — and  a valuable  employe  was  saved 
for  the  organization. 

After  personal  environment  come  physical  surroundings — 
good  light,  fresh  air  and  freedom  from  distraction. 


25 


IMPORTANCE  OF  GOOD  LIGHT. 


Good  light  is  probably  best  secured  by  placing  the  desk 
of  a stenographer  so  that  her  back  is  to  the  light  and  the  light 
falls  from  above  and  behind.  The  question  of  good  light 
is  perhaps  more  important  for  the  stenographer  than  for  the 
majority  of  office  workers.  Not  only  must  notes  be  trans- 
cribed with  precision  and  copy  read  for  typographical  and  tex- 
tual errors — but  this  must  be  done  so  rapidly  that  good  light 
is  essential  to  accuracy.  From  the  humanitarian  viewpoint 
alone,  the  light  given  a stenographer  should  receive  careful 
consideration.  But,  disregarding  humanitarian  thoughts,  good 
light  will  pay  such  large  dividends  in  the  speed  and  accuracy 
of  work  performed  that  it  cannot  be  overlooked. 

Fresh  air,  of  course,  is  a part  of  the  general  ventilation 
problem.  Nevertheless,  it  may  stand  new  study  and  consider- 
ation. Interesting  tests  and  experiments  have  proved  fresh 
air  to  have  a beneficial  influence  for  better,  easier  work,  not 
easy  to  reckon  in  dollars  and  cents,  yet  of  utmost  value  and 
importance. 

The  physical  conditions  of  every  office  must  be  studied  to 
give  as  much  protection  from  distraction  as  possible  to  sten- 
ographers. Foreign  sounds  and  confusion  are  as  annoying  to 
the  stenographer  as  to  the  executive  heads  of  an  office.  This 
is  because  a stenographer  must  concentrate  upon  matter  which 
is  not  essentially  interesting  to  her,  nor  even  thoroughly  intel- 
ligible. 

Desultory  conversation  is  perhaps  the  most  wasteful  distrac- 
tion possible  in  a stenographic  force.  To  prevent  general  talk- 
ing among  its  stenographers,  one  organization  alternates  sales- 
men’s desks  with  stenographer’s  desks.  Another  firm  places 
the  desks  of  girls  inclined  to  be  talkative  and  inattentive  be- 
tween the  desks  of  quiet,  industrious  workers. 

A third  company,  where  difficulty  was  not  to  prevent  gen- 
eral conversation  between  stenographers  themselves,  but  be- 
tween stenographers  and  salesmen,  placed  their  stenographers 
along  a wide,  well-lighted  corridor,  and  separated  them  from 
the  general  passageway  by  a railing.  The  gates  in  this  rail- 
ing were  placed  between  desks,  and  not  opposite,  making  it 
inconvenient  for  passers-by  to  stop  and  talk. 


CHAPTER  VIL 

HIRING  AND  HANDLING  STENOGRAPHERS. 

In  selecting  a new  stenographer  one  organization  chooses 
the  applicant  conforming  most  closely  to  an  arbitrary  type 
which  meets  the  requirements  of  its  particular  business.  This 
places  the  selection  of  stenographers  upon  a basis  of  merit 
and  special  fitness  for  the  work  to  be  performed. 

The  qualifications  and  list  of  outer  characteristics  adopted 
as  the  standard  by  this  concern,  however,  might  be  altogether 
inapplicable  to  your  purpose  and  use.  The  conditions  govern- 
ing the  management  of  your  business  might  create  a need  al- 
together different.  And,  so  only  a close  study  in  a given 
office  would  make  possible  the  formulation  of  a standard  type 
to  govern  the  general  employment  of  a stenographic  staff. 
There  are,  however,  certain  general  and  technical  qualifica- 
tions which  should  be  met  by  all  stenographers  and  which  may 
be  used  to  gauge  the  real  ability  of  an  applicant.  They  are: 


27 


First — A good  basic  knowledge  of  English  language. 

Second — A good  knowledge  of  shorthand. 

Third — Ability  to  operate  a typewriter. 

Fourth — Agreeable  personality  and  ability  to  concentrate. 

Personality  and  the  ability  to  concentrate  should  be  the 
qualifications  first  to  be  considered,  for  unless  there  is  a bond 
of  sincere  sympathy  and  co-operative  spirit  between  a dictator 
and  stenographer,  all  other  attempts  at  stenographic  efficiency 
will  be  almost  worthless. 

And  as  for  ability  to  concentrate:  the  head  of  one  of  the 
largest  stenographic  schools  in  the  country  is  quoted  as  saying 
that  the  inability  to  concentrate  on  small  matters  is  alone  re- 
sponsible for  the  vast  majority  of  the  innumerable  mediocre  and 
incompetent  stenographers  in  the  field  today;  that  almost  every 
stenographer  who  has  achieved  any  degree  of  success  owes  it 
to  concentration  on  the  big  little  things  of  the  day’s  routine. 

Inexorable  nature  has  decreed  that  man  must  form  habits, 
good  or  bad,  intentional  and  unintentional,  that  his  habits 
shall  follow  concentration  and  repetition,  constructive  and  de- 
structive; and  the  stenographer  who  is  able,  by  concentration, 
to  make  routine  work  and  mechanical  operation  a matter  of 
habit,  can  reserve  her  greater  thought  and  energy  for  other 
and  more  important  work. 

ONE  MAN  TO  HIRE. 

In  the  majority  of  large  concerns  it  has  been  found  most 
profitable  to  assign  the  selection  and  employment  of  sten- 
ographers to  one  man,  rather  than  to  permit  each  individual  to 
employ  the  stenographer  who  is  to  work  for  him.  This  method 
has  one  advantage  in  that  one  person  is  held  responsible  for 
stenographic  costs,  service  and  requirements,  will  know  the 
real  needs  of  a business  house  and  be  better  able  to  gauge  the 
fitness  of  an  applicant  to  meet  them. 

In  addition,  it  precludes  the  possibility  of  a stenographer 
being  employed  through  some  personal  whim  or  prejudice, 
which  is  as  dangerous  to  stenographic  efficiency  as  the  employ- 
ment of  a stenographer  uncongenial  to  the  dictator.  In  hiring 
a stenographer,  then,  consider  first  of  all  the  work  to  be  done — 
the  manner  of  doing  it — the  personal  environment;  decide  the 
qualifications  most  necessary  to  meet  the  demand  and  then  en- 
deavor to  fill  that  demand  as  closely  as  possible. 


28 


INSPIRING  ENTHUSIASM. 


In  the  management  of  a stenographic  force,  the  really  vital 
question  is  the  proper  maintenance  of  enthusiasm  and  interest 
in  the  daily  routine  work.  Often  the  hope  for  advancement  to 
higher-salaried  stenographic  positions  or  to  lesser  executive  po- 
sitions more  than  suffices,  while  some  concerns  appeal  to  the 
pride  of  a stenographic  force  in  an  endeavor  to  keep  work  up 
to  a set  standard.  This  is  done  by  a careful  tabulation  of 
the  time  spent  in  taking  dictation,  the  amount  of  matter  typed, 
and  the  number  of  errors  occurring,  awarding  a cash  bonus 
to  those  who  exceeded  the  standard  amount  of  work  for  a 
stated  time. 

Another  business  house  which  followed  this  plan  reduced 
a stenographic  force  of  nine  to  six  and  the  six  stenographers 
retmned,  increased  their  salaries  by  25  per  cent.  The  com- 
pany thus  reduced  stenographic  expense  and  at  the  same  time 
secured  better  stenographic  service  in  every  respect. 


JUSTICE  IN  ASSIGNMENTS. 

Unequal  distribution  of  work  and  seeming  favoritism  has 
done  more  to  breed  discontent  among  stenographers  than  is 
generally  supposed.  For  this  reason  it  is  very  important,  in 
equalizing  assignments,  that  the  schedule  decided  on  be  a just 
one  and  strictly  adhered  to. 

The  average  stenographer  is  working  under  a constant 
strain — sometimes  imperceptible  but  nevertheless  always  pres^ 
ent  in  a greater  or  lesser  degree — and  as  the  nervous  strain 
is  raised,  individual  efficiency  is  decreased,  work  is  done  more 
slowly  and  with  greater  effort  and  mistakes  occur  more  often. 

One  cause  of  nervousness  on  the  part  of  stenographers  is  un- 
due interruption.  This  is  a little  thing  in  itself,  but  it  has 
great  weight  in  disrupting  a stenographic  force. 

In  a large  business,  employing  eight  stenographers,  it  was 
found  that  though  a perfect  system  as  to  the  impartial  and 
just  distribution  of  work  was  in  practice,  and  though  every  ar- 
rangement had  been  made  for  the  stenographer’s  comfort,  the 
work  was  not  up  to  a maximum. 

The  office  manager  talked  the  matter  over  with  the  super- 
visor, the  whole  question  was  carefully  gone  into  and  a simple 
plan  for  the  recognition  of  effort  and  reward  for  merit  was 
adopted. 

This  inspired  the  whole  force  with  enthusiasm  and  started 
a friendly  feeling  of  competition  which  was  the  production 
of  alertness  and  better  work. 


29 


THE  VALUE  OF  A GOOD  SUPERVISOR. 


Very  few  business  enterprises  revolve  around  one  man.  In 
any  great  organization,  there  are  always  executives,  subordi- 
nate to  the  manager  himself,  whose  duties  embody  the  super- 
vision of  others,  who  in  turn  supervise  down  to  the  of&ce  boy. 

The  delegation  of  authority  and  responsibility  begets  effi- 
ciency and  assures  the  greatest  amount  of  work  with  the  least 
possible  amount  of  friction. 

To  obtain  the  maximum  from  your  stenographic  force,  the 
same  principle  is  applicable,  first,  choose  carefully  your  sten- 
ographic supervisor.  She  must  be  sympathetic,  have  a just 
idea  for  the  relative  value  of  things,  be  conscientious,  have 
initiative  and,  above  all,  be  of  an  impartial  mind  to  those  di- 
rectly responsible  to  her. 

Such  a supervisor  will  free  your  stenographic  force  from 
petty  jealousies  and  lax  work,  instill  a system  and  act  for  the 
best  interests  of  all  concerned. 

Then  let  the  supervisor  be  backed  up  by  an  office  manager 
who  will  see  that  there  is  an  impartial  distribution  of  work. 

There  is  no  reason  to  assume  that  because  one  stenographer 
is  better  than  another,  she  should  be  given  a fresh  batch  of 
work  when  she  is  extremely  busy  and  the  other  stenographers 
have  nothing  to  do.  See  that  besides  an  impartial  distribution 
of  work,  there  is  a just  distribution. 


UPHOLD  THE  DIGNITY  OF  THE  DEPARTMENT. 

Another  phase  that  enters  into  the  duties  of  the  supervisor  is 
the  personal  conduct  of  those  under  her.  See  that  there  is 
no  familiarity  between  the  stenographic  force  and  the  rest  of 
the  clerical  force.  It  not  only  sets  a bad  example  but  cul- 
minates in  a whole  inefficient  office  force. 

Not  long  ago  a large  department  store  buyer  walked  into  a 
silk  house  with  every  intention  of  giving  a good-sized  order. 
The  offices  were  open,  enabling  him  to  see  the  whole  clerical 
force. 

The  first  thing  that  confronted  him  was  an  interested  office 
boy  listening  with  avidity  to  the  repartee  of  a stenographer 
and  bookkeeper,  while  the  rest  of  the  stenographic  force  were 
engaged  in  exchanging  persiflage  with  the  salesmen.  So  dis- 
gusted was  the  man  that  he  walked  out  fearing,  as  he  after- 
wards told  a friend,  to  do  business  with  any  house  that  al- 
lowed such  inefficiency. 


30 


DICTATOR'S  OWN  RESPONSIBILITY. 


Remember  above  all  things  that  your  own  viewpoint  is  not 
the  viewpoint  of  your  stenographer.  Remember  that  she  has 
not  the  grasp  on  the  details  of  your  organization  that  you  have. 
Remember  that  she  is  not  as  thoroughly  versed  in  the  conditions 
of  your  business  as  you  are  yourself,  and  cannot  at  all  times 
grasp  the  thread  of  your  dictation  on  the  subject  which  has 
had  your  attention  and  consideration. 

One  of  the  greatest  causes  of  poor  stenographic  service,  is 
the  continual  order  to  “rush.” 

Unless  your  work  is  important,  unless  it  actually  does  re- 
quire rushing,  you  will  get  better  results  by  letting  it  come 
through  in  the  regular  order. 

When  you  are  continually  wanting  your  work  rushed  with- 
out just  cause,  you  begin  to  get  the  same  attention  as  the 
boy  who  continually  cried  “wolf.” 

Rush  all  necessary  work  but  see  that  a judicious  judgment 
is  used  in  laying  stress  on  work  that  requires  no  special  rush 
and  you  not  only  help  the  work  of  your  stenographer  but  in- 
sure rush  work  when  you  want  it  and  as  you  want  it. 

THE  RESPECT  DUE  A STENOGRAPHER. 

Show  your  stenographer  the  proper  respect  due  any  of  your 
business  associates.  Treat  her  as  a factor  in  your  efficiency, 
in  your  best  success  and  you  will  find  that  she  becomes  so 
interested  in  your  work — so  careful  to  watch  for  any  devia- 
tion from  what  you  want — that  those  countless  little  details 
that  waste  time  and  arouse  friction  are  taken  off  your  mind. 

Not  long  ago  the  president  of  a large  manufacturing  busi- 
ness heard  one  of  the  subordinates  saying  that  the  stenographic 
force  was  just  a necessary  evil  that  they  were  merely  non- 
producers without  interest  in  any  phase  of  that  particular  busi- 
ness, and  this  seems  to  be  the  attitude  of  many  business 
houses  towards  its  stenographic  force.  But  the  real  spirit  is 
that  your  stenographic  force  is  inseparably  linked  to  your  pro- 
ductive processes — one  can’t  go  on  without  the  other. 

Poor  work,  carelessly  written  letters,  misspelled  words  and 
unclean  stationery  have  been  the  means  of  losing  many  a good 
customer.  Just  as  good  work  and  intelligent  stenographic  in- 
terest have  been  important  factors  in  many  a successful  deal  or 
business-getting  plant. 

To  facilitate  your  work,  therefore,  the  first  essential  is  to 
inspire  the  loyalty  and  interest  of  the  stenographer  to  whom 
you  dictate. 

It  is  easy  to  do  this  by  courtesy,  consideration  and  tact. 


31 


CHAPTER  VIII. 


HOW  TO  MEASURE  OUTPUT. 

There  are  five  commonly  used  methods  of  computing  sten- 
ographic time  and  measuring  stenographic  output: 

1 s t — The  Time  Card  Method. 

2nd — The  Time  Chart  Method. 

3rd — The  Square  Inch  Method. 

4th — The  Line  Method. 

5th — The  Cyclometer  Method. 

The  Time  Card  Method  uses  a card  ruled  like  the  form 
shown  on  the  opposite  page.  The  figures  in  the  first  left-hand 
column  show  the  division  of  the  working  day  into  10-minute 
periods.  The  figures  in  the  other  columns  show  the  number  of 
letters  written  from  notes  during  the  periods  indicated. 

The  stenographer  herself  fills  out  this  blank  each  day,  show- 
ing how  her  time  is  occupied  and  the  amount  of  work  done,  in 
each  indicated  period. 

The  Time  Chart  Method  fills  the  same  function  and  ac- 
complishes the  same  results  as  the  Time  Card  Method — only 
it  does  it  automatically. 

By  means  of  a graphic  disk  chart  and  a device  attached 
to  the  machine  the  time  the  typewriter  is  operated  is  indicated, 
as  well  as  the  speed  and  nature  of  operating  and  handling. 
With  this  chart  the  stenographic  supervisor,  office  manager 
or  other  responsible  person  can  learn  just  how  much  of  each 
stenographer’s  time  is  productive  and  unproductive — and  to  a 
large  extent  the  reason  for  the  latter. 

TWO  METHODS  COMBINED. 

As  a rule  in  using  the  Time  Card  Method  only  the  number 
of  letters  taken  down,  transcribed  or  typed  in  a day  is  taken 
into  consideration,  but  either  the  Time  Card  or  the  Time 
Chart  Method  may  be  used  in  connection  with  the  Square 
Inch  or  Line  Method  of  measuring  the  amount  of  work  done 
in  a given  time  by  a given  operator. 

In  the  Square  Inch  Method  of  measure,  as  the  name  indi- 
cates, only  the  actual  area  covered  with  the  type  imprinted  is 
taken  as  the  basis  for  computing  work  done — due  allowance 
being  made,  of  course,  for  salutation  and  conclusion. 

In  the  Line  Method  of  measurement  a certain  standard 
length  of  line  must  be  adopted  so  that  there  will  be  a common 
unit  of  measure. 


32 


Name  Date  t/. 

Started 

Kind  of  Work 

StoppecL 

^mtr  Done 

ffoCk^.  ' 

SinJi 

/2-f  ^ 

37«r 

l:io  fiPh. 

^ ^ :; 

» ♦ 

oT.ac 

(s^fO 

4*71' 

o 

v_/ 

33 


WHEN  A LINE  IS  A SQUARE  INCH. 


1 

1 

2 

3 

2 

4 

5 

3 

6 

7 

4 

6 

9 

5 

10 

11 

6 

12 

15 

7 

14 

15 

8 

16 

17 

9 

18 

19 

10 

20 

21 

11 

22 

23 

12 

24 

25 

13 

26 

27 

14 

28 

29 

15 

30 

31 

16 

32 

33 

17 

34 

35 

18 

36 

37 

19 

38 

39 

20 

40 

41 

21 

42 

43 

22 

44 

45 

23 

46 

47 

24 

48 

49 

25 

50 

51 

26 

52 

53 

27 

54 

55 

28 

56 

57 

29 

58 

59 

30 

Use 

first  ool- 

ximn 

for  single 

space,  second 

for 

double* 

In  the  ordinary  correspondence  machine, 
using  pica  type,  the  letter  spacing  is  ten  char- 
acters to  the  inch,  and  the  line  spacing  is  six 
to  the  inch.  From  this  you  readily  see  that  if 
a line  of  typewriting  is  60  spaces  long  it  is 
equal  to  one  square  inch  of  typewritten  work. 
A good  standard  line  for  business  correspond- 
ence is  60  spaces  long,  beginning  at  10  on 
the  scale,  and  ending  it  at  70. 

The  cyclometer  is  a device  for  automatic- 
ally registering  the  number  of  characters  writ- 
ten on  a typewriter.  One  point  on  the  cyclom- 
eter represents  180  points  on  the  typewriter 
scale;  in  other  words,  if  we  use  a 60-space 
line  one  point  on  the  cyclometer  indicates  that 
three  lines  have  been  written.  By  hourly  read- 
ing of  the  cyclometer  it  is  easy  to  ascertain 
whether  a typewriter  has  been  properly  used 
during  the  hour  or  whether  the  operator  has 
been  idle  or  absent  from  the  machine.  The 
cyclometer  should  be  read  at  least  four  times 
daily,  morning,  before  and  after  luncheon, 
and  at  quitting  time  at  night,  so  that  deduc- 
tions may  be  made  for  any  changes  in  tlie 
meter  cajused  by  the  repairman  or  other  oper- 
ators while  the  regular  operator  is  absent  from 
the  machine.  In  a large  office  it  was  found 
that  one  department  was  always  behind  in 
work.  When  meters  were  attached  to  the 
machines,  and  hourly  readings  were  taken,  it 
was  found  that  the  reading  varied  greatly, 
when  compared  with  those  of  another  depart- 
ment, due  to  visiting  and  frequent  absences 
from  the  machines.  When  this  was  called  to 
the  attention  of  the  operators  their  meter  read- 
ings came  up  to  the  average  of  the  operators 
in  other  departments  and  the  work  was  kept 
up  to  date. 


34 


A SIMPLE  LINE  MEASURE. 


The  easiest  and  most  convenient  way  of  measuring  lines  is 
by  means  of  the  simple  cardboard  measuring  column  shown 
herewith. 

You  can  easily  manufacture  one  or  more  of  these  measuring 
columns  on  your  typewriter  in  a few  minutes.  Or  if  you  will 
write  to  the  Remington  Stenographic  Efl&ciency  Bureau  we  will 
send  you  one  or  as  many  more  as  you  request. 

There  are  three  reasons  why  it  is  advisable  to  measure  sten- 
ographic output. 

The  first  is  that  it  shows  exactly  how  a stenographer’s  time 
is  utilized. 

The  second  is  that  for  awhile  at  least  it  will  spur  each 
stenographer  to  do  her  best  if  she  knows  that  her  output  is 
scientifically  measured  in  comparison  with  others. 

The  third  is  that  it  affords  a true  basis  of  remuneration. 

It  is  the  last  reason  which  counts — if  the  success  of  the 
method  is  measured  in  increased  output.  For  only  by  a scien- 
tific system  of  rewards  and  bonuses  will  the  operation  of  the 
measuring  systems  be  made  worth  while. 


5 


CHAPTER  IX. 

WHAT  THE  MACHINE  ITSELF  CONTRIBUTES 
TO  EFFICIENCY. 

The  machine  itself  contributes  to  stenographic  efficiency, 
first,  by  its  general  ease,  speed  and  accuracy  of  operation,  and 
then,  by  its  special  time  and  labor-saving  features. 

It  is  just  as  essential  in  buying  a machine  to  see  that  these 
fundamental  requirements  of  service  are  filled,  as  to  look  for 
special  attachments. 

What  are  the  fundamental  requirements  of  a typewriter? 

First  of  all,  comes  touch. 

Touch  is  a factor,  both  in  ease  and  in  speed  of  operation. 

With  the  lightest  running  typewriter  it  takes  about  5 ounces 
of  pressure  to  make  one  imprint.  That  is,  every  time  a stenog- 
rapher depresses  a type-key  she  exerts  a pressure  force  of  5 
ounces  with  one  finger.  With  70  type  spaces  in  a line  she 
exerts  a pressure  of  350  ounces  for  each  line.  In  writing  an 
average  letter,  therefore,  of  40  lines,  the  stenographer  exerts 
a force  of  875  pounds,  considerably  over  one-third  of  a ton 
weight.  Since  typewriters  vary  in  touch  from  a minimum  of 


36 


5 -ounce  key  pressure  to  from  12  to  15  ounces,  think  what  a 
difference,  therefore,  in  physical  demand  upon  the  stenographer 
in  just  this  one  feature  alone. 

If  you  will  consider,  also,  the  physical  force  required  by 
shift  key  and  carriage  return — one-half  pound  for  each  de- 
pression of  the  shift  key  and  three  pounds  to  move  the  car- 
riage back  against  the  spring  tension — this  brings  the  total  ex- 
penditure of  energy  up  to  about  twenty-five  pounds  per  line. 

A BIG  DIFFERENCE  IN  THE  DAYS  WORK. 

In  the  course  of  an  average  day’s  work  of,  say  fifty  40-line 
letters,  the  variation  in  the  force  required  to  operate  two  dif- 
ferent machines  (one  of  which  is  perfectly  adapted  to  the  work 
in  hand  and  the  other  of  which  is  not)  may  amount  to  an  ag- 
gregate unnecessary  and  avoidable  expenditure  of  physical 
energy  on  the  part  of  the  operator  equivalent  to  the  lifting  of  a 
dead  weight  of  fifty  times  1,200  pounds — or  30  tons  a day. 
Think  what  a difference  this  will  make  both  in  the  quality  and 
quantity  of  the  work  turned  out. 

After  touch  comes  accessibility  of  operating  parts. 

Accessibility  is  also  a factor  in  both  ease  and  speed  of  oper- 
ation. A typewriter  should  be  operated,  so  far  as  possible, 
only  by  the  keyboard.  Every  motion  that  takes  the  hand  from 
the  keyboard  wastes  time  and  energy — because  once  the  hands 
are  removed  it  is  necessary  for  the  operator  to  readjust  her- 
self to  the  keyboard  and  locate  her  fingers  at  the  right  place 
again. 

Tests  have  proven  that  if  the  hand  is  required  to  leave  the 
keyboard  once  during  the  writing  of  every  line  of  matter  that 
there  is  a loss  of  one-sixth  of  the  total  time  of  operation. 
Measure  this  in  terms  of  the  total  amount  of  work  turned  out 
and  it  means  a difference  of  1 6 2-3  per  cent  in  output. 

Other  fundamental  factors  affecting  the  convenience  of  op- 
erating a machine,  hence  the  efficiency  of  the  operator,  are 
the  location  of  margins  and  tabular  stops — the  ease  of  adjust- 
ing paper  guide — the  location  and  ease  of  inserting  ribbon 
reels — ^the  location  and  convenient  access  of  color  shift  for 
ribbon — the  location  of  the  line  spacer  and  similar  parts. 

A machine  that  is  built  right  with  respect  to  these  funda- 
mentaJ  requirements  will  therefore  contribute  the  most  to  steno- 
graphic efficiency. 

These  fundamental  factors,  therefore,  are  the  first  things  to 
look  out  for  in  choosing  a machine  for  the  work  you  have  to  do. 

SPECIAL  ATTACHMENTS  THAT  SAVE  TIME. 

Having  fulfilled  these  fundamental  requirements,  however, 
a machine  is  valuable  from  an  efficiency  standpoint  in  propor- 


37 


lion  to  its  special  time  and  labor-saving  attachments.  Some 
of  these  are  the  key  set  tabulator,  column  selector,  Wahl  add- 
ing machine  attachment,  interchangeable  platen,  variable  line 
spacer:  for  instance,  one  of  the  most  valuable  attachments  to 
concerns  utilizing  a large  battery  of  machines  in  straight  steno- 
graphic work,  is  the  individual  touch  adjustment.  By  means 
of  this  attachment,  which  is  one  of  the  features  of  the  Mon- 
arch, each  machine  can  be  adjusted  to  fit  the  individual  touch, 
that  is  the  personality,  of  each  operator.  No  matter  whether 
the  operator  is  inclined  to  strike  the  keys  with  too  much  force 
or  too  lightly,  this  adjustment  will  insure  that  each  key  will 
strike  the  platen  with  just  the  right  force.  This,  of  course, 
means  uniformity  of  typographical  appearance  for  all  letters 
turned  out  by  the  department. 

No  one  machine,  of  course,  combines  every  special  feature. 
The  problem,  then,  is  to  choose  that  machine  which,  everything 
considered,  has  the  greatest  number  of  special  features  com- 
bined with  fundamental  factors  which  will  insure  the  best  serv- 
ice in  each  particular  business  or  department. 

Here  is  where  the  maker’s  responsibility  comes  in.  From 
an  efficiency  standpoint  the  function  of  the  manufacturer  is  not 
only  to  study  efficiency  needs  and  supply  machines  which  in 
fundamental  requirements  and  special  features  will  meet  those 
needs,  but  in  addition  to  this  he  should  be  able  to  give  each 
typewriter  buyer  authoritative  advice  and  suggestions  as  to  the 
selection  of  the  machine  for  his  specific  needs. 

TYPEWRITER  MAKERS  SHOULD  KNOW  USER’S  NEEDS. 

The  manufacturer  should  be  able  to  say  definitely  and  spe- 
cifically just  what  business  and  lines  of  business  his  machine  is 
best  adapted  to  and  how  it  is  adapted  to  these  lines. 

He  should  be  able  to  say  which  model  of  his  machine, 
what  attachments,  etc.,  should  be  employed  in  a given  business 
under  particular  conditions  encountered. 

The  typewriter  manufacturer,  therefore,  who  performs  this 
service  will  make  a vitally  important  contribution  to  steno- 
graphic efficiency,  independent  of  the  fundamental  excellence 
of  his  machines  and  the  number,  variety  and  up-to-dateness 
of  their  special  models  and  attachments. 

And  it  was  to  point  out  this  fact — to  show  the  business 
men  the  need  and  value  of  stenographic  efficiency — to  indi- 
cate in  a broad  and  sweeping  fashion  the  way  in  which  effi- 
ciency principles  could  be  applied  in  the  management  of  the 
stenographic  problem — that  the  Remington  Stenographic 
Efficiency  Bureau  was  founded  and  services  offered  freely  to 
the  business  man. 

The  next  chapter  will  explain  how  you  can  take  advantage 
of  the  services  of  this  bureau  without  cost  or  obligation. 


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CHAPTER  X. 

WHY  THE  REMINGTON  EFFICIENCY  BUREAU 
IS  IN  A POSITION  TO  HELP  YOU. 

TTie  Remington  Typewriter  Company,  as  you  know,  manu- 
factures and  sells  the  Remington,  Smith  Premier  and  the  Mon- 
arch Typewriters. 

Each  of  these  three  typewriters  is  a distinct  type  of  machine, 
and  each  is  either  pre-eminent  or  the  only  machine  in  its  field. 
Among  standard  or  universal  types  of  machines  the  world- 
wide leadership  of  the  Remington  is,  of  course,  universally  rec- 
ognized. Its  fundamental  excellence  is  attested  by  the  fact  that 
by  far  more  Remington  Typewriters  have  been  sold  than  any 
other  make.  And  its  permanent  supremacy  is  insured  by  the 
constant  addition  of  exclusive  patented  advantages  to  meet 
and  anticipate  the  developing  needs  of  business. 

The  Smith  Premier  with  its  complete  keyboard  and  in- 
terchangeable platen  has  been  the  only  machine  of  its  type  on 
the  market  for  many  years.  Its  world-wide  reputation  for 
fundamental  ease,  speed,  minimum  of  noise  and  accuracy  of 
operation  is  excelled  only  by  that  of  the  Remington  itself.  It 
meets  a well  defined  need  among  typewriter  users. 

The  Monarch,  though  the  newest  of  the  three  machines,  has 
attained  an  enormous  sale  on  account  of  its  light  touch,  perfect 
alignment,  neat  looking  work  and  complete  adaptability  to 
straight  correspondence  service  and  fast  transcription  work  of 
every  sort. 

THE  COMBINED  EXPERIENCE  OF  THREE  ORGANIZATIONS 

Combining  the  manufacturing  experience  embodied  in  mak- 
ing these  three  typewriters,  each  the  best  in  its  field,  the  Rem- 
ington Company  is  in  a position  to  give  unusually  authorita- 
tive advice  as  to  typewriters. 

We  know  typewriters — familiarity  with  the  uses  and  spe- 
cial advantages  of  the  three  types  of  machines.  Remington, 
Smith  Premier  and  Monarch,  gives  us  that  knowledge. 

We  know  your  needs,  the  needs  of  the  business  man  in  the 
way  of  stenographic  service — a field  organization  coming  into 
constant  contact  with  conditions  in  every  line  of  business,  en- 
countering every  sort  of  stenographic  problem,  equips  us  here. 

We  know  stenographers,  how  to  train  and  handle  them — 
our  experience  in  conducting  three  world-wide  organizations 
for  employment,  training  and  supplying  of  stenographers  for 
commercial  and  professional  service  has  given  us  an  extraor- 
dinary advantage  here. 


39 


Occupying  this  unique  position,  therefore,  in  the  typewriter 
world,  recognizing  the  tremendous  waste  through  stenographic 
inefficiency — which  is  in  turn  due  to  the  comparative  ignorance 
of  stenographic  management  by  the  business  man — the  Rem- 
ington Company  believed  that  it  would  be  altogether  appropri- 
ate to  tell  the  business  man,  through  its  advertising  and  upon 
special  request,  some  of  the  things  that  it  had  found  out 
about  stenographic  service. 

In  the  foregoing  chapters  we  have  attempted  to  cover  the 
ground  in  a very  general  way.  Necessarily,  we  have  not  been 
able  to  touch  every  problem  encountered  in  every  business. 
We  have  not  been  able  to  point  out  the  exact  thing  to  be  done 
in  every  contingency. 

But  the  chances  are  that  we  have  encountered  that  very  dif- 
ficulty in  our  experience  and  can  advise  with  reference  to  that 
particular  condition,  if  it  is  brought  to  our  attention. 

If  you  will  write  us,  therefore,  on  your  own  letterhead,  stat- 
ing the  nature  of  your  business  and  stenographic  requirements, 
we  will  be  very  glad  to  give  you  a specific  report  applying  to 
your  particular  case,  showing  you  how  to  get  more  efficient 
service,  or  to  save  money  and  get  better  service  simulta- 
neously. 

Writing  for  this  information  involves  you  in  no  obligation 
of  any  sort  to  buy  any  one  of  our  three  machines.  We  will 
not  even  send  a salesman,  or  solicitor  unless  you  request  it. 
We  simply  offer  this  service  to  business  men  for  the  general 
good  of  the  typewriter  business. 

Simply  write  us  on  your  own  letterhead  and  we  will  re- 
spond promptly,  with  the  special  information  that  you  request. 


TRI-ARTS  PRESS,  NEW  YORK 


40 


